Speaking Up: Surviving Executive Presentations
Format: PDF / Kindle (mobi) / ePub
If you are in middle management, to get anything done you must present your ideas to decision makers, and those presentations can be brutal. The stakes are high—one presentation can make or break a career—but the rules are utterly unclear. Tactics and techniques that work well with peers, subordinates, and immediate supervisors can actually work against you when presenting up the chain.
Speaking Up is an indispensable resource for anyone who needs to know how to present to those at the highest levels. Psychologist and coach Frederick Gilbert offers revelatory insights into the minds of the men and women at the top—information that is crucial to understanding what they’re looking for from presenters. Based on ten years of research and hundreds of interviews, Speaking Up features extensive comments from executives explaining exactly what they want and don’t want in a presentation and includes nine chapters containing QR codes for free videos on the chapter topics. This is a must-read book for surviving high-stakes meetings.
It was horrible.” In her 12 years with Juniper, Randi has held two other VP positions: Business Process Reengineering and Investor Relations. Randi’s goal in the meeting was to get executive buy-in, endorsement, and support for a new company-wide program. She worried about the executives’ demands to “keep it at a high level,” and at the same time to go deep and clarify all the details. Unfortunately for Randi, her topic wound up triggering other executive concerns. As she was enumerating why
D–Visualizer. Most people have a preference for one of these styles over the others. Some people have preferences for at least two styles. Figure 12.5 Different Processing Styles According to their research, only three percent of the population has a natural preference for thinking and approaching work from all four quadrants. Herrmann says, “Our international database clearly shows that the typical CEO is ‘multi-dominant’ and has usually three, and often four, strong primary preferences
with PowerPoint slides in order to avoid confronting the issues they came to talk about: The main purpose of our visit was to learn when we could bring the troops home. He said ‘Hello.’ We sat down in his office, and he immediately began with a PowerPoint presentation. And it went on and on and on. I had two takes on that PowerPoint presentation: (a) this was an insult to this Congressional delegation, who came here to talk about very specific, serious, profound questions, and (b) that he was
connection between my values and intentions, and by extension, the people who I work with on a daily basis. It has helped me to find my own voice, which, in turn, serves as a model for others. That is a legacy I want to leave. Brent Bloom Speaking Up® has changed the way I go about planning for executive-level presentations. As a result, the amount of time I spend outlining and developing my presentations has been reduced by as much as 75%. Also, the clarity and focus of my message is so
will have been fired. The demand to get immediate results is unrelenting. Few of us live under such daily, weekly, or monthly performance pressure. Rick Wallace says all this goes with the territory: “You’re in a job that can go away or not, depending on how you perform. You’ll keep it or you won’t. If you don’t perform well, you move on. It’s not that complicated.” But even success is no guarantee. According to Chuck House and Ray Price in The HP Phenomenon, boards ask CEOs: “What have you